Bargaining strategy and union-management relationships

Bibliographic Data

ID7312931
AuthorsPaul Diesing (University of Illinois Urbana-Champaign, corresponding author)
Year1961
Volume5
Issue4
Pages369-378
Publication date1961-12-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueJournal of Conflict Resolution (JOURNAL)
Journal identifiersISSN: 0022-0027 • E-ISSN: 1552-8766
PublisherSAGE Publishing (PUBLISHER • US)
DOI10.1177/002200276100500404
OpenAlexW1998618764
LanguageEN
Citations received4
References cited5

By a union-management relationship I mean the set of understandings and attitudes that have developed in joint dealings. Attitudes include such things as trust, suspicion, hostility, respect, determination to get even. Understandings include the beliefs each side has about the purposes, character, and methods of the other, and also beliefs about the proper procedures, standards, and objectives of joint dealings. Some understandings are shared and some are not. However, if no understandings are shared, not even on proper procedures, one can hardly say that a relationship exists. When misunderstandings are extreme, attempts at communication and negotiation must miscarry, and even open hostilities can hardly lead to a clear result if their meaning is interpreted differently by the two sides. Thus Dubin (2, pp. 209-10) argues that the successful settlement of strikes is made possible by the fact that both union and management share certain beliefs about them. Without these shared beliefs, strikes would be vague, meaningless, aimless affairs

Bargaining power · Business · Collective bargaining · Economic system · Economics · International trade · Market economy · Microeconomics · Political science · Process management · Public relations · Labor Movements and Unions

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